This paper will discuss a manager’s role and responsibility in implementing change in the department. Change in the health care is continuous cycle which in some departments may result in anxiety, resistance to the change by employees, and in some cases individuals that the change will affect could experience angst as they assume the change may affect their future or livelihood ( www.chron.com, 2015).
Roles and responsibility of manager in implementing change
The roles and responsibility of the manager is significant as he or she will need to inform the employees of the process of the change and how the change will directly or indirectly affect their duties, work area, and schedule. In the event of a change before implementing the changes the manager is responsible for claiming the fears and misunderstanding about the change among his or her employees on the alterations due to implementing this change. When implementing a change the manager or managers responsible for decreasing any anxiety, frustration, or fear of the change by proactively informing the department of the differences on the horizon related to the change and how they will affect their jobs and duties. The successfulness of the change is the responsibility of the manager and following the procedures for implementing changes can save a lot of trouble later after the change is complete (www.chron.com, 2015).
Consequently, the staff will become suspicious of the adjustments on the horizon and as a result rumors or speculations could spread. Therefore, it is also the manager’s role to keep employees informed on what is going on in the process when making changes. Information should be released by the manager as needed to keep employees from being apprehensive abou...
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...rganization’s culture and in conjunction with knowledge management along with organizational learning can bring about a cultural change in an organization or department. There are many mechanisms, actions and behaviors that the individual leader, leadership teams within the department must apply to bring about a cultural change in the organization or department.
Conclusion
In conclusion, information in this paper discusses the roles and responsibilities of a manager in implementing a change within a department or organization and the components that make up how a manager can successfully handle resistance to change. It also defines knowledge management and organizational learning as they both are needed to bring about a cultural change in an organization or department and the vital role transformation leadership plays in bring that cultural change to the department.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
When an organization adds changes in the workforce, I believe the changes can be an advantage and a disadvantage based on personal experience. I currently work at Price Chopper in the Deli department, and we have had a certain amount of changes that have helped us and made things a little difficult. One of the changes we had was adding a bigger display case for our hot food. This allows us to put out more options for the customer to purchase; however, it can be confusing to those who have not been to our department and it will take time to adjust, as well as it increases the amount of food we have to throw out each night.
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
...y understand of why the change is needed. For example he can provide the employees with the pros and cons of the current process and how the new implemented changes will improve the organization.
Managing Change: Who Moved my Cheese? Darrin Ruble National University Managing Change: Who Moved my Cheese? Rashid-Al-Abri (2007) claims that change in the healthcare industry has been a dramatic phenomenon that requires the personnel to accept changes or they will be surpassed by them. Therefore, there is the need to follow the steps of change: evaluation, planning, implementation, and management. The characters are different, but the individual control that these characters display plays a fundamental role in the acceptance and the administration of change.
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...
Managers must first evaluate their personal reactions to the organisational change and how they can best accept this change. They must then ascertain the knowledge or training they may need to lead this change in the most successful manner.
The transformation means the implementation of new technology, outsourcing and also the efficiency of process. Most of the leaders are very passionate in preventing incompetence and waste to be happen in the organization yet they are neglecting the power of transformation (Filippone, Youden, Pennington, & Fersht, 2012). According to Schroeder (2013), the transformation will focus on the changes which related to the cultural and people. Transformations also focus on the changes in an aspect of systems and strategic.
The first phase is introducing the change in an organization to the employee by justifying the change (Berube, 2012). Change in an organization is necessary to cope with the fast changing environment and meet the organization’s goal. The top-management is responsible to explain clearly the importance of change execute in an organization to the employee. It is necessary since there are some of experience employee is refuse to accept change and senses that change will lower their reputation and position in the working environment. As elaborated by Brown (2011), there will be criticized, ridicule and persecute in change towards any approaches used in introducing change of the organization. At this stage, la...